hbo leadership
TRANSCRIPT
EULOGIO “AMANG” RODRIGUEZ INSTITUTE OF SCIENCE AND TECHNOLOGY (EARIST)
TOPIC: LEADERSHIP
SUBMITTED TO:
DR. DIOSDADO MEDINA
SUBMITTED BY:
JANET ESPORLAS LINQUICO
L E A D E R S A R E C A L L E D T O S T A N D I N T H A T L O N E L Y P L A C E B E T W E E N N O L O N G E R A N D T H E N O T Y E T A N D
I N T E N T I O N A L L Y M A K E D E C I S I O N S T H A T W I L L B I N D , F O R G E , M O V E A N D C R E A T E H I S T O R Y .
W E A R E N O T C A L L E D T O B E P O P U L A R , W E A R E N O T C A L L E D T O B E S A F E , W E A R E N O T C A L L E D T O F O L L O W , W E A R E T H E
O N E S C A L L E D T O T A K E R I S K S , W E A R E T H E O N E S C A L L E D T O C H A N G E A T T I T U D E S ; T O R I S K D I S P L E A S U R E S W E A R E T H E O N E S C A L L E D T O G A M B L E O U R L I V E S , F O R A B E T T E R
W O R L D
M A R Y L O U A N D E R S O N , A P R I L 1 9 7 0
Leadership
LEAD
To guide or conduct by showing the way
To direct and govern
To show the method of attaining an objective
To entice, allure, induce, influence
To go before and show the way
LEADER
One who leads or conducts
A guide or point of reference
LEADERSHIP
The position, office, term, or function of a leader
The capacity to be a leader
The ability to lead
The act or instance of leading
The "people side" of the job
MANAGE
To handle
To have under control
To conduct, carry on, guide
To move or use in the desired manner
To be cautious and use good judgment with people
To be concerned with all aspects of the organization
MANAGER
The one who manages
The one who has the guidance or direction over everything
The one who is at the head of an undertaking
MANAGEMENT
The act, manner, or practice of managing, handling, directing, or controlling something
The person/persons who manage a place, business, establishment, organization, or institution
Skill in managing
Executive ability
The technical/academic side of being a teacher or administrator
Managers involves power by position.
Leaders involves power by influence.
Abraham Zaleznik (1977)
leaders as inspiring visionaries, concerned about substance
managers he views as planners who have concerns with process
Warren Bennis (1989)
Managers administer, leaders innovate
Managers ask how and when, leaders ask what and why
Managers focus on systems, leaders focus on people
Managers do things right, leaders do the right things
Managers maintain, leaders develop
Managers rely on control, leaders inspire trust
Managers have a short-term perspective, leaders have a longer-term perspective
Managers accept the status-quo, leaders challenge the status-quo
Managers have an eye on the bottom line, leaders have an eye on the horizon
Managers imitate, leaders originate
Managers emulate the classic good soldier, leaders are their own person
Managers copy, leaders show originality
Paul Birch (1999)
managers concerned themselves with tasks
leaders concerned themselves with people
Bruce Lynn
A Leader optimizes upside opportunity
Manager minimizes downside risk.
PATRICIA PITCHER (1994)
Three Types of Leaders
1. Artists – imaginative, inspiring, visionary, entrepreneurial, intuitive, daring, emotional
2. Craftsmen – well-balanced, steady, reasonable, sensible, predictable
3. Technocrats – cerebral, detail-oriented, fast, uncomprising, hard-headed
•DEFINED AS A PROCESS OF INFLUENCING THE ACTIVITIES OF FORMAL AND INFORMAL WORK GROUPS IN THEIR TASKS OF GOAL SETTING AND GOAL ACHIEVEMENT.
•IT IS THE ART OR PROCESS OF INFLUENCING PEOPLE SO THAT THEY WILL STRIVE WILLINGLY AND ENTHUSIASTICALLY TOWARD TO ATTAINMENT OF GROUP GOALS.
•IT IS COORDINATING AND MOTIVATING INDIVIDUALS AND GROUPS TO ACHIEVE DESIRED ENDS
LEADERSHIP
LEADERSHIP IS THE BEHAVIOR OF AN INDIVIDUAL WHEN HE IS
DIRECTING THE ACTIVITIES OF A GROUP TOWARD A SHARED
GOAL.
Hemphill and Coons, 1967
LEADERSHIP IS INTERPERSONAL INFLUENCE, EXERCISED IN A
SITUATION AND DIRECTED, THROUGH THE COMMUNICATION
PROCESS, TOWARD THE ATTAINMENT OF A SPECIAL GOAL OR GOALS.
Tannenbaum, Wesler & Massrik, 1967
LEADERSHIP IS INITIATION AND MAINTENANCE OF STRUCTURE IN EXPECTATION AND INTERACTION.
Stogdill, 1974
LEADERSHIP IS AN INTERACTION BETWEEN PERSONS IN WHICH ONE
PRESENTS INFORMATION OF A SORT AND IN SUCH A MANNER THAT THE OTHER BECOMES CONVINCED THAT HIS OUTCOMES WILL BE IMPROVED
IF HE BEHAVES IN THE MANNER SUGGESTED OR DESIRED.
Jacobs, 1970
LEADERSHIP IS A PARTICULAR TYPE OF POWER RELATIONSHIP CHARACTERIZED BY
A GROUP MEMBER’S PERCEPTION THAT ANOTHER GROUP MEMBER HAS THE RIGHT
TO PRESCRIBE BEHAVIOR PATTERNS FOR THE FORMER REGARDING HIS ACTIVITY AS
A GROUP MEMBER.
Janda, 1987
LEADERSHIP IS AN INFLUENCE PROCESS WHEREBY O’S ACTION
CHANGED P’S BEHAVIOR AND P VIEW THE INFLUENCE ATTEMPT AS BEING
LEGITIMATE AND THE CHANGE AS BEING CONSISTENT WITH P’S GOAL.
Kochan, Schmit & Coties, 1975
LEADERSHIP IS THE INFLUENTIAL INCREMENT OVER
AND ABOVE MECHANICAL COMPLIANCE WITH THE
ROUTINE DIRECTIVES OF THE ORGANIZATION.
Katz, & Khan, 1978
1 . LEADERSHIP INVOLVES THE MOST VITAL RESOURCES OF ANY ORGANIZATION THE PEOPLE.
2 . POWER DISTRIBUTION BETWEEN LEADERS AND GROUP MEMBERS IS UNEQUAL.
3 . LEADERSHIP INVOLVES THE USE OF DIFFERENT FORMS OF POWER TO INFLUENCE THE BEHAVIOR OF FOLLOWERS.
4 . LEADERSHIP IS ABOUT VALUES.
Leadership Effectiveness
1. THE ABILITY TO USE POWER EFFECTIVELY AND IN A RESPONSIBLE MANNER.
2. THE ABILITY TO COMPREHEND THAT HUMAN BEINGS HAVE DIFFERENT MOTIVATION FORCES AT DIFFERENT TIMES AND IN DIFFERENT SITUATIONS.
3. THE ABILITY TO INSPIRE
Dimensions of Leadership Behavior
TRAIT THEORY – THE LEADER IS CONCEIVED TO BE A “GREAT MAN” WHOSE SUPERIOR ENDOWMENTS INDUCE OTHERS TO FOLLOW HIM.ENVIRONMENT THEORY - IT EXPLAINS LEADERSHIP ON THE BASIS OF SITUATIONS AND CRISES THAT PROVIDES OPPORTUNITIES FOR THE PEOPLE.PERSONAL -ENVIRONMENTAL THEORY –MAINTAINS THAT CHARACTERISTICS OF A LEADER, THE FOLLOWERS AND THE SITUATIONS THAT INTERACT DETERMINE WHO WILL BE THE LEADER.
Theories of Leadership
E X C H A N G E T H E O R Y – I T S U G G E S T T H A T G R O U P I N T E R A C T I O N R E P R E S E N T S A N E X C H A N G E P R O C E S S I N W H I C H L E A D E R S H I P I S C O N F E R R E D U P O N T H E M E M B E R W H O S E E F F O R T S A P P E A R S M O R E L I K E L Y T O R E W A R D O T H E R M E M B E R S F O R T H E I R E F F O R T O N B E H A L F O F T H E G R O U P .
H U M A N I S T I C T H E O R Y – I T I S B A S E D O N T H E H Y P O T H E S I S T H A T G R O U P S W I L L B E M O R E E F F E C T I V E A N D M E M B E R S W I L L B E B E T T E R S A T I S F I E D W H E N T H E L E A D E R A L L O W S F O L L O W E R S F R E E D O M T O S A T I S F Y T H E I R N E E D S F O R A C H I E V E M E N T A N D S E L F -A C T U A L I Z A T I O N .
Theories of Leadership
EXCEPTIONAL THEORY – IT MAINTAINS THAT LEADERSHIP IS MOST LIKELY TO BE ACHIEVED BY THE MEMBER WHO SUCCEEDS IN INITIATING AND RE-ENFORCING THE EXPECTATIONS THAT HE WILL MAINTAIN THE ROLE OF STRUCTURE AND GOAL DIRECTION OF THE GROUP.
CONTINGENCY THEORY – IT PROPOSES THAT A GIVEN PATTERN OF LEADERSHIP BEHAVIOR WILL LEAD TO EFFECTIVE GROUP PERFORMANCE IN SOME CIRCUMSTANCES, AND INEFFECTIVE, IN SOME CASES
Theories of Leadership
PATH-GOAL THEORY – IT SUGGEST THAT CERTAIN PATTERNS OF LEADER BEHAVIOR FACILITATE THE CLARIFICATION OF THE GROUP GOAL WHILE OTHER PATTERNS OF BEHAVIOR STIMULATE EFFECTIVE INSTRUMENTS AND RESPONSE ON THE FOLLOWER GROUP.
Theories of Leadership
1 . TASK-ORIENTED LEADERSHIP – THE LEADERS LOOK TOWA RD A CHIEVING GOOD INTERPERSONAL RELA TION BY WA Y OF A TTAINING A POSITION OF PERSONA L PROMINENCE IN THE ORGA NIZATION.
2 . PEOPLE-ORIENTED LEADERSHIP – THE RELA TION OF LEA DER PERSONA LITY A ND BEHA VIOR TO THE FOLLOWER A ND GROUP RESPONSE.
Styles of Leadership
1. AUTOCRATIC LEADER
• DEMOCRATIC OR PARTICIPATIVE LEADER
• BENEVOLENT-AUTOCRAT
• LIBERAL LEADER OR FREE-REIN LEADER
Styles of Leadership Based on the Use of Authority
2. LAISSEZ-FAIRE – TO LET PEOPLE DO AS THEY CHOOSE. NO LEADERSHIP AT ALL
3. MANIPULATED-INSPIRATIONAL –THE LEADER OF THE GROUP OF LEADERS SETS THE RULES AND INTERPRETS THEM AS THEY SEE.
Styles of Leadership Based on the Use of Authority
1. PERSUASION
2. PATIENCE
3. GENTLENESS
4. TEACHABLE
5. ACCEPTANCE
Ten Powerful Tools of Leadership
6 . K I N D N E S S
7 . C O M P A S S I O N A T E C O N F R O N T A T I O N
8 . C O N S I S T E N C Y
9 . O P E N N E S S
1 0 . I N T E G R I T Y
Ten Powerful Tools of Leadership
1 . T H E L E A D E R I S A G R E A T S E R V A N T .
2 . T H E L E A D E R S E E S T H I N G S T H R O U G H T H E E Y E S O F H I S F O L L O W E R S .
3 . T H E L E A D E R D O E S N O T S A Y , “ G E T G O I N G ! , I N S T E A D T H E S A Y S . “ L E T S G O ” A N D L E A D S T H E W A Y .
4 . T H E L E A D E R D U P L I C A T E S H I M S E L F I N T H E O T H E R S .
5 . T H E L E A D E R D O E S N O T H O L D P E O P L E D O W N , H E L I F T S T H E M U P .
The Art of Leadership
6. THE LEADER HAS FAITH IN PEOPLE.
7 . THE LEADER USES HIS HEART AS WELL AS HIS HEAD.
8. THE LEADER IS A SELF STARTER.
9. THE LEADER HAS A SENSE OF HUMOR
10. THE LEADER CAN BE LEAD.
11 . THE LEADER KEEPS HIS EYES ON HIS GOALS.
The Art of Leadership
1 . K N O W L E D G E
2 . B E A R I N G
3 . C O U R A G E
4 . E N D U R A N C E
5 . E N T H U S I A S M
Traits of a Leader
6 . I N T E G R I T Y
7 . D E C I S I V E N E S S
8 . D E P E N D A B I L I T Y
9 . F O R C E
1 0 H U M I L I T Y
Traits of a Leader
1 1 . H U M O R
1 2 . I N I T I A T I V E
1 3 . J U D G M E N T
1 4 . J U S T I C E
1 5 . L O Y A L T Y
Traits of a Leader
1 6 . S Y M P A T H Y
1 7 . E M P A T H Y
1 8 . T A C T
1 9 . U N S E L F I S H N E S S
2 0 . W I T
Traits of a Leader
Subject Leader Manager
Essence Change Stability
FocusLeading
people
Managing
work
Have Followers Subordinates
Horizon Long-term Short-term
Seeks Vision Objectives
Approach Sets direction Plans detail
Decision Facilitates Makes
PowerPersonal
charisma
Formal
authority
Appeal to Heart Head
Energy Passion Control
Dynamic Proactive Reactive
Persuasion Sell Tell
Style Transformational Transactional
Exchange Excitement for work Money for work
Likes Striving Action
Wants Achievement Results
Risk Takes Minimizes
Rules Breaks Makes
Conflict Uses Avoids
Direction New roads Existing roads
Truth Seeks Establishes
Concern What is right Being right
Credit Gives Takes
Blame Takes Blames
Leadership QuestionnaireInstructions
Objective: To determine the degree that a person likes working with tasks and people.
never sometimes always
0 1 2 3 4 5
_______ I encourage my team to participate when it comes decision making time and I try to implement their ideas and suggestions.
_______ Nothing is more important than accomplishing a goal or task.
_______ I closely monitor the schedule to ensure a task or project will be completed in time.
_______ I enjoy coaching people on new tasks and procedures.
_______ The more challenging a task is, the more I enjoy it.
_______ I encourage my employees to be creative about their job.
_______ When seeing a complex task through to completion, I ensure that every detail is accounted for.
_______ I find it easy to carry out several complicated tasks at the same time.
_______ I enjoy reading articles, books, and journals about training, leadership, and psychology; and then putting what I have read into action.
_______ When correcting mistakes, I do not worry about jeopardizing relationships.
Leadership QuestionnaireInstructions
Objective: To determine the degree that a person likes working with tasks and people.
_______ I manage my time very efficiently.
_______ I enjoy explaining the intricacies and details of a complex task or project to my employees.
_______ Breaking large projects into small manageable tasks is second nature to me.
_______ Nothing is more important than building a great team.
_______ I enjoy analyzing problems.
Leadership QuestionnaireInstructions
Objective: To determine the degree that a person likes working with tasks and people.
_______ I honor other people's boundaries.
_______ Counseling my employees to improve their performance or behavior is second nature to me.
_______ I enjoy reading articles, books, and trade journals about my profession; and then implementing the new procedures I have learned.
Leadership QuestionnaireInstructions
Objective: To determine the degree that a person likes working with tasks and people.
Scoring Section After completing the Questionnaire, transfer your answers to the spaces
below:
People
Question
1.______
4.______
6.______
9.______
10.______
12.______
14.______
16.______
17.______
TOTAL ________
X 0.2 = ________
(multiple the Total by 0.2 to get your final score)
Task
Question
2.______
3.______
5.______
7.______
8.______
11.______
13.______
15.______
18.______
TOTAL ________
X 0.2 ________
(multiple the Total by 0.2 to get your final score)
Matrix Section